Work-Life Balance Drives Civil Servant Performance in Bogor, Study Finds

Image Created by AI

FORMOSA NEWS

A 2026 study published in the International Journal of Applied Research and Sustainable Sciences (IJARSS) reports that work-life balance significantly improves employee performance among civil servants in Bogor Regency—primarily through higher job satisfaction. The research was conducted by Bernika S. R. A. Zurifa, Muhammad Husein Maruapey, and Rusliandy from Universitas Djuanda, Indonesia, and focuses on employees at the Personnel and Human Resource Development Agency (BKPSDM) of Bogor Regency. The findings matter because they offer practical insight into how local governments can strengthen bureaucratic performance in the post-pandemic era.

The study, titled “The Effect of Work Life Balance and Good Government on Employee Performance Mediated by Employee Job Satisfaction at The Personnel and Human Resource Development Agency of Bogor Regency,” examines how internal management practices and governance principles shape employee outcomes in public institutions.

Why Work-Life Balance and Governance Matter Now

Public sector performance remains under intense scrutiny in Indonesia. Citizens expect faster, more transparent, and more responsive public services. At the same time, the COVID-19 pandemic permanently altered work patterns, introducing hybrid and flexible systems that blur the line between professional and personal life.

For many civil servants, longer working hours and digital connectivity have increased pressure. National surveys have shown that a large percentage of Indonesian workers struggle to maintain a healthy work-life balance. In government agencies, where administrative efficiency directly affects public trust, understanding the drivers of employee performance is increasingly urgent.

Against this backdrop, the research team from Universitas Djuanda investigated three core variables:

• Work-Life Balance  
• Good Governance
• Job Satisfaction
• Employee Performance

The goal was to determine which factors genuinely influence performance and how they interact within a local government agency.

How the Study Was Conducted

The research took place between August and December 2025 at BKPSDM Bogor Regency. All 105 employees of the agency participated, making it a total population study.

Data were collected through structured questionnaires distributed via Google Forms. The researchers then analyzed the responses using Structural Equation Modeling–Partial Least Squares (SEM-PLS), a statistical method designed to examine relationships between multiple variables and test both direct and indirect effects.

In simple terms, the researchers measured how strongly work-life balance and governance practices influence job satisfaction—and whether satisfaction, in turn, drives performance.

The model explains:

• 33.04% of job satisfaction variation
• 49.73% of employee performance variation

This means nearly half of performance outcomes in the agency can be linked to the factors examined in the study.

Key Findings

The results reveal a nuanced picture of what drives civil servant performance in Bogor Regency.

1. Work-Life Balance Improves Job Satisfaction
Employees who are able to balance professional responsibilities with personal life report higher levels of job satisfaction.
2. Good Governance Also Improves Job Satisfaction
Transparent systems, fair procedures, and accountable leadership increase employee comfort and workplace satisfaction.
3. Job Satisfaction Significantly Improves Performance
Satisfied employees demonstrate higher productivity and effectiveness.
4. Work-Life Balance Does Not Directly Increase Performance
Its impact occurs indirectly—through increased job satisfaction.
5. Good Governance Does Not Directly Improve Performance
Governance structures alone are not enough to boost measurable performance outcomes.
6. Public Trust Perception Directly Influences Performance
Employees who feel trusted by the public tend to perform better.

One of the most striking conclusions is that governance reforms do not automatically translate into higher performance unless they foster genuine employee satisfaction.

What This Means for Public Institutions

The findings suggest that improving civil servant performance requires more than structural reform. Workload management and employee well-being are central components of organizational success.

According to Bernika S. R. A. Zurifa of Universitas Djuanda, balanced workloads and supportive work environments create the psychological conditions necessary for high performance. In essence, governance frameworks must be complemented by human-centered management.

The study reinforces the idea that job satisfaction is a strategic variable—not merely an emotional state. When employees feel valued and supported, they work more effectively.

Interestingly, public trust perception emerged as a direct driver of performance. Civil servants who believe the community respects and trusts their institution are more motivated. This finding highlights the reciprocal relationship between institutional reputation and employee behavior.

Practical Recommendations

Based on the results, the research team suggests several actionable steps for BKPSDM Bogor Regency and other local government agencies:

• Implement clearer work schedules and limit excessive overtime.
• Provide mental health support or wellness programs.
• Increase transparency through publicly accessible performance reports.
• Develop digital complaint systems to strengthen accountability.
• Encourage leadership practices that promote employee recognition and fairness.

These steps can simultaneously enhance job satisfaction and improve measurable performance outcomes.

Academic and Policy Contribution

This study contributes to public administration research by integrating internal organizational factors (work-life balance and governance) with external perception factors (public trust) in explaining employee performance.

The Universitas Djuanda research team demonstrates that bureaucratic reform must combine structural governance principles with employee-centered management strategies. In practical terms, systems matter—but people matter more.

For policymakers, the findings underscore the need to treat human resource management as a core element of governance reform. For academics, the study offers empirical evidence from a local government context in Indonesia, enriching the global discussion on public sector performance.

Author Profiles

Bernika S. R. A. Zurifa
Researcher at Universitas Djuanda,

Muhammad Husein Maruapey
Lecturer at Universitas Djuanda with expertise in organizational management and public administration.

Rusliandy
Researcher at Universitas Djuanda focusing on organizational performance and bureaucratic reform.

Source

Zurifa, B. S. R. A., Maruapey, M. H., & Rusliandy. (2026). The Effect of Work Life Balance and Good Government on Employee Performance Mediated by Employee Job Satisfaction at The Personnel and Human Resource Development Agency of Bogor Regency. International Journal of Applied Research and Sustainable Sciences (IJARSS), Vol. 4 No. 2, 1147–1162.